THE  EMPLOYMENT  DEPARTMENT 
AND  EMPLOYEE  RELATIONS 

ONE  OP  A  SERIES  OP  LECTURES  IN  A  SYSTEMATIC  COURSE 


F..  C.  HENDERSCHOTT 
The  New  York  Edison  Company 

F.  E.  WEAKLY 

Employment  Manager,  Montgomery 
Ward  &  Co. 


HU-346 


La  Salle  Extension  University 
•     Chica  go     - 


THE  EMPLOYMENT  DEPARTMENT 
AND  EMPLOYEE  RELATIONS 


F.  C.  HENDERSCHOTT 
The  New  York  Edison  Company 

P.  E.  WEAKLY 

Employment  Manager,  Montgomery 
Ward  &  Co. 


La  Salle  Extension  University 
-     Chicagfo     - 


Digitized  by  the  Internet  Archive 

in  2007  with  funding  from 

Microsoft  Corporation 


http://www.archive.org/details/employmentdepartOOhendrich 


THE  EMPLOYMENT  DEPARTMENT 
AND  EMPLOYEE  RELATIONS 

In  a  business  where  there  are  but  a  few  workers,  the 
owner  and  manager  usually  attends  to  the  hiring  and 
discharging  of  his  employees.  Since  he  unconsciously, 
or  perhaps  consciously,  realizes  that  this  is  a  very  im- 
portant bit  of  work,  he  handles  it  himself.  As  the  busi- 
ness grows,  this  work  has  to  be  delegated,  at  first  partly, 
later  almost  entirely.  The  larger  the  business,  the  more 
complete  i&  the  delegation  of  this  work.  Nevertheless  it 
is  desirable  to  retain  that  personal  touch  with  the  em- 
ployee which  is  possible  when  the  manager  himself  does 
the  hiring  and  discharging. 

How  can  this  personal  touch  be  developed  and  main- 
tained? 

It  is  an  all-absorbing  thought,  one  that  is  receiving 
considerable  attention  in  all  branches  of  busiaess.  Espe- 
cially is  this  true  in  the  large  corporations  where  the 
delegation  of  authority  on  a  large  scale  is  absolutely 
necessary.  Here  the  **men'^  or  ** personnel^'  problem  is 
gradually  reaching  a  more  or  less  refined  and  perhaps 
somewhat  scientific  state.  One  of  the  biggest  problems, 
therefore,  confronting  industry  today- is  **men.''  By 
**men"  is  meant  all  workers  who  make  up  the  organi- 
zation, from  the  office  boy  and  the  stenographer  to  the 
president.  Employment  and  promotional  plans  should 
all  have  for  their  ultimate  aim  the  proper  selection, 
training,  promotion,  and  advancement  of  the  employee. 

1 


2  EMPLOYMENT  DEPARTMENT 

One  of  the  first  steps  in  the  handling  of  the  per- 
sonnel problem  is  the  centralization  of  all  activities 
connected  with  it  under  one  head.  Exclusive  of  execu- 
tive control,  the  original  industrial  corporations  con- 
tained three  major  subdivisions  of  management:  (1) 
production,  (2)  financing  and  accounting,  (3)  marketing. 
As  products  were  distributed  over  more  extended  ter- 
ritory, the  traffic  manager,  or  the  department  of  dis- 
tribution, was  added.  In  a  similar  manner,  the  more 
progressive  industrial  corporations  have  now  added 
another  subdivision  of  management  which  deals  with 
employee  relations  and  which  is  in  charge  of  a  manager 
who,  for  lack  of  a  better  name,'  may  be  called  *  *  employ- 
ment manager.'' 

The  proper  definition  of  the  employment  manager's 
work  is  highly  important,  for  upon  an  intelligent  con- 
ception and  understanding  of  the  personnel  work 
depends  the  success  of  the  work  itself.  The  following 
general  description  of  such  a  department  has  been 
adopted  by  one  large  Chicago  corporation: 

Employment  Department 

1.  definition 

The  Employment  Department  is  the  centralization  of  all 
vital  and  fundamental  questions  centered  around  the  prob- 
lem of  human  relations,  involving  especially  the  selection, 
hiring,  training,  promoting  and  discharge  of  employees. 
It  is  the  clearing  house  and  court  of  appeal  on  all  mat- 
ters concerning  the  welfare  of  the  personnel  of  the  house. 

2.  functions 

1.  Development  of  a  practical  and  scientific  personnel 
department. 

2.  Scientific  selection  and  placing  of  the  applicant. 

3.  Scientific  training  and  development  of  the  employee. 

4.  Promotion  of  friendly  and  intelligent  co-operation  be- 
tween the  management  and  the  employees.    Troubles 


HENDERSCHOTT   and  WEAKLY  3 

and  losses  of  all  kinds  should  be  anticipated  and  pre- 
vented— and  prevention  is  impossible  without  co-op- 
eration. 

3.    DUTIES 

\ 

1.  The  interviewing  ^and  selection  of  all  applicants  for 

positions. 

2.  The  placing  of  all  advertisements  for  help  wanted. 

3.  Writing  on  all  references  of  new  employees. 

4.  Furnishing  of  information  on  former  employees. 

5.  Enforcing  of  entrance  physical  standards  as  defined 
by  the  company. 

6.  Maintenance  of  insurance  records. 

:x         7.  Analysis  and  organization  of  sources  of  labor  supply. 

8.  Maintenance  of  proper  analysis  of  each  activity  re- 
garding qualification,  wage  and  time  of  promotion. 

^  9.  Maintenance  of  history  record  of  each  employee. 

[  ,        10.  Enforcement  of  minimum  wage  regulations. 

11.  Supervision  of  plant  educational  activities. 

12.  Supervision  of  lay-offs. 

13.  Direct  jurisdiction  over  all  transfers  of  help. 

14.  Final  authority  over  all  discharged  employees. 

15.  Discipline,  punctuality  and  attendance. 
^  ^       16.  Supervision  of  all  vacations. 

17.  Close  knowledge  of  the  business. 

18.  Close  touch  and  relation  with  all  advance  movements, 
outside  activities  and  helpful  literature  dealing  with 
labor  problems. 

19.  Analysis  and  reduction  of  help  turnover. 

20.  Periodic  reports  regarding  emplojTuent  problems  and 
conditions. 

21.  Daily  reports  on  requisitions  for  help. 

22.  General  supervision  of  employment  conditions  in  the 
plant. 

23.  Increase  length  of  service. 

24.  Making  good  with  the  employee — the  court  of  appeal 
in  all  cases  of  complaint  and  dissatisfaction. 

25.  A  square  deal  to  all. 


4  EMPLOYMENT  DEPARTMENT 

4.    THE  EMPLOYMENT   MANAGER 

/  The  intelligent  selection  of  men  and  women  for  the  many 
different  positions  is  only  one  of  the  tasks  of  the  employ- 
ment manager.  And  this  is  by  no  means  a  trivial  joD^ 
it  is  at  least  an  art  if  not  a  science.  \The  employment 
manager  is  the  representative  of  the  company  in  the  labor 
market.  He  must  enforce  the  policies  of  the  management 
and  see  that  the  standards  set  are  in  accord  with  intelli- 
gent public  opinion  and  contribute  to  good  citizenship  and 
industrial  efficiency. 

The  employment  manager  must,  therefore,  be  an  execu- 
tive of  the  highest  type.  He  must  be  broad-minded,  fair  and 
square,  sympathetic  and  human,  but  not  sentimental.  He 
must  be  a  specialist  in  human  nature,  an  analyst  of  work 
requirements  and  an  interpreter  of  relationships,  for  he  is 
the  connecting  link  between  the  management  and  the  em- 
ployees. '  As  an  adjuster  of  right  industrial  relationships, 
he  is  the  court  of  appeal  for  the  disgruntled  and  wronged 
employee,  whether  his  injury  is  imaginary  or  real./. The 
power  of  discharge  rests  with  him, — a  power  which  must 
be  intelligently  and  discreetly  applied^  An  employee  who 
has  been  with  us  an  appreciable  length  of  time  is  usually 
an  asset  and  his  services  should  not  be  carelessly  or  indif- 
ferently dispensed  with. 

(Employees  must  feel  that  they  are  not  subject  to  the 
prejudice  or  whim  of  their  supervisors,  who  may  not  at 
all  times  exercise  prudent  judgment  over  them.  They 
must  be  allowed  a  fair  hearing  by  one  who  is  unpreju- 
diced and  one  in  whom  they  will  place  entire  confidence. 
This  plan  of  modem,  wise  and  intelligent  dealing  with 
employees,  if  followed  in  spirit  as  well  as  by  act  by  all 
those  in  positions  of  authority,  will  develop  a  firm  loyalty 
and  esprit  de  corps  which  will  indeed  be  most  enviable. 

5.    RELATIONS  WITH  ALL   DEPARTMENTS 

The  employment  manager  of  each  plant  is  in  control  of 
all  personal  matters  connected  with  it.  He  must  work  to- 
ward full  co-operation  with  all  department  managers,  who 


HENDBRSCHOTT   and  WEAKLY  5 

in  turn  must  strive  to  co-operate  with  the  employment 
manager  in  accordance  with  the  policies  set  forth. 

The  planning  for  help  requirements  and  the  estimates  of 
the  number  and  kind  of  employees  needed  must  be  antici- 
pated and  provided  for  well  in  advance,  as  are  the  esti- 
mates for  merchandise  stocks,  new  equipment,  building 
repairs,  materials,  etc. 

All  complaints  or  dissatisfaction  of  any  kind  on  the 
part  of  the  division  managers  should  at  once  be  brought 
directly  to  the  attention  of  the  employment  manager  in 
order  that  the  matter  involved  may  be  promptly  and  sat- 
isfactorily adjusted. 

The  new  employee  receives  his  first  and  lasting  impres- 
sion of  us  in  the  employment  department.  He  must  there- 
fore be  started  right.  Department  managers  will  conse- 
quently see  that  the  organization  makes  good  and  supports 
the  policies  as  set  forth  by  the  company  and  defined  for 
the  new  employee  in  the  employment  department.  Upon 
the  employment  manager  is  heaped  the  burden  of  making 
good  with  the  employee,  and  all  departments  must  with- 
out reserve  render  unselfish  support. 

From  this  outline  it  may  readily  be  seen  that  employ- 
ment is  a  fundamental  problem  of  good  business  man- 
agement. The  points  here  enumerated  are  generally  re- 
garded as  fundamental  by  all  organizations  that  have  a 
properly  constituted  employment  department.  Details 
may,  of  course,  differ  with  industries.  The  duties  listed 
illustrate  what  is  happening  daily  in  a  large  employ- 
ment department. 

Selection  op  the  Employee 

The  interviewing  and  selection  of  applicants  for  posi- 
tions is  one  of  the  first  problems  of  any  properly  con- 
stituted employment  depaii:ment;  indeed,  it  may  be  said 
that  on  doing  this  well  hinges  the  real  success  of  the 


6  EMPLOYMENT  DEPARTMENT 

department.  It  is  the  starting  point  in  the  relations  be- 
tween the  corporation  and  the  individual  worker.  If 
we  would  develop  an  effective  organization  for  the 
future,  we  must  begin  with  the  employment  of  the  new 
applicant.  This  is  a  mutual  proposition.  First  impres- 
sions go  a  long  way;  hence,  the  employee  must  be 
selected  right,  started  right,  and  kept  right.  His  con- 
tentment, remuneration  and  success  are  all  involved. 
A  simple  routine  that  may  be  followed  is  presented: 

1.  Interview. 

2.  Fill  out  application  form. 

3.  Supplementary  interview. 

4.  Examination. 

a.  Physical. 

b.  Mental. 

5.  Another  supplementary  interview  and  check-up 
of  data,  especially  on  rejections. 

6.  Preparation  of  records  to  enter  name  on  pay- 
roll, follow-up,  etc. 

7.  Preliminary  and  general  instructions. 
^      8.    Introduction  to  Superintendent. 

9.     Plant  instruction. 
10.    Introduction  to  job. 

It  will  be  found  that  by  following  a  simple  routine 
such  as  this,  much  time  and  confusion  will  be  saved  and 
considerable  efficiency  gained. 

There  are  several  methods  of  selecting  appKcants ;  the 
following  are  representative: 

1.  Observational. 

2.  Employment  tests. 

3.  Combination  of  1  and  2. 

The  observational  plan  is  the  one  most  commonly 
used.    In  the  observational  method,  the  interviewer  and 


HENDERSCHOTT   an©  WEAKLY  7 

the  applicant  merely  endeavor  to  get  acquainted  with 
each  other.  The  decision  is  based  purely  on  questions 
and  answers  and  first  impressions.  If  a  great  emer- 
gency is  to  be  met  quickly,  this  is  the  plan  invariably 
followed.  An  attempt  has  been  made  to  reduce  the 
observational  method  to  a  science  wherein  the  analysis 
takes  into  consideration  the  contour  of  the  face,  the 
texture  of  the  skin,  the  shape  of  the  forehead,  etc.  Suc- 
cessful selections  have  been  made  by  this  so-called 
science,  but  as  yet  it  has  not  proved  wholly  practical 
and  safe.  Phrenological  observations  and  measurements 
likewise  have  some  advocates,  but  their  general  utility 
is  not  established.  Of  course  the  whims  of  department 
superintendents  should  be  carefully  considered  in  mak- 
ing selections.  If  a  superintendent  has  a  natural  dis- 
like for  a  red-headed  stenographer,  it  is  sheer  homicide 
to  send  him  one.  But  that  is  not  science,  that  is  com- 
mon sense. 

Some  organizations  follow  purely  the  test  plan  by  giv- 
ing the  applicant  some  sort  of  written  examination, 
psychological  and  otherwise.  There  is  danger  in  rely- 
ing solely  on  the  results  of  such  a  test.  In  the  first 
place,  the  applicant  may  be  nervous  and  not  do  himself 
justice.  In  the  next  place,  the  examination  may  not  be 
at  all  adapted  to  the  task  at  hand  unless  devised  by  a 
trained  mind.  On  the  other  hand,  there  may  be  an 
error  in  the  qualifications  sought.  Of  course,  if  the  job 
is  one  which  concerns  purely  the  addition  of  columns 
of  figures  and  nothing  else,  then  a  test  in  addition 
might  serve  as  some  sort  of  index  of  the  applicant's 
ability  to  fill  it.  It  is  therefore  granted  that  in  many 
cases  such  a  test  may  be  acceptable.  The  one  big  thing, 
however,  that^it  does  not  do  is  to  determine  whether 
the  personality  of  the  individual  will  harmonize  with 
that  of  the  concern.    It  does  not  determine  character. 


8  EMPLOYMENT  DEPARTMENT 

That  can  only  be  determined  by  an  interview.  Hence, 
it  is  very  unwise,  especially  for  private  concerns,  to 
employ  an  applicant  definitely  without  first  having  that 
very  necessary  interview.  Comparatively  few  business 
concerns  follow  the  test  plan  only.  The  government, 
however,  uses  it  almost  exclusively  for  general  clerical 
positions. 

The  best  plan  of  all  is  a  combination  plan  which  uses 
both  the  interview  and  observational  method  combined 
with  appropriate  mental  tests.  It  is  this  combination 
scheme  which  is  coming  to  be  used  by  most  large  organi- 
zations, as  science  develops  the  best  tests  for  the 
purposes.  In  a  great  many  positions,  however,  science 
need  have  but  very  little  to  say.  For  instance,  if  you 
desire  to  employ  a  new  stenographer,  an  interview  will 
decide  whether  or  not  the  young  lady  is  a  desirable 
employee  from  a  personal  and  social  standpoint.  Later 
dictation  in  the  class  of  work  that  she  will  be  expected 
to  perform,  will  determine  her  ability.  Large  organi- 
zations are  perfecting  plans  along  these  lines. 

Regardless  of  what  particular  plan  or  plans  of  selec- 
tion may  be  adopted,  many  employment  managers  find 
it  better  actually  not  to  employ  on  the  date  of  appli- 
cation, but  to  have  the  applicant  return  later.  Gener- 
ally such  a  plan  tends  to  reduce  floaters  and  undesir- 
ables. Emergency  demands,  however,  may  make  it 
necessary  to  accept  the  applicant  immediately,  and  not 
to  risk  losing  him  to  a  competitor. 

TEMPERAMENTAL  MANIFESTATIONS  OF  EMPLOYEES 

The  employment  manager  should  endeavor  to  discover 
the  temperamental  qualities  of  an  employee.  He  may 
be  better  qualified  to  work  with  things  than  with  per- 
sons; or,  in  other  words,  his  natural  temperament  may 
be  either  technical  or  commercial. 


HENDERSCHOTT   and   WEAKLY  9 

In  a  large  public  utility  company,  there  are  three 
major  branches  of  service,  one  devoted  to  the  genera- 
tion of  current,  another  to  accounting,  and  the  third  to 
marketing.  In  the  generating  department,  a  machine 
operating  normally  produces  a  given  amount  of  current. 
This  condition  cannot  be  changed  by  any  effort  on  the 
part  of  the  employee.  The  current,  if  sold  at  a  set 
price,  will  produce  a  certain  revenue  and  no  more  or 
less.  The  recording  of  this  fact  is  the  only  problem 
of  the  accountant.  Employees  working  in  either  of 
these  divisions  are  concerned  in  their  daily  labors  with 
things  rather  than  people.  The  man  who  attends  a 
machine  must  possess  a  certain  technical  knowledge 
and,  possessing  that  and  having  health  and  willingness 
to  serve,  his  problems  are  simple  and  do  not  vary  to 
any  considerable  extent.  The  same  is  true  of  the  ac- 
countant. He  works  with  figures  and  facts,  and,  hav- 
ing reached  a  trial  balance,  he  again  retraces  the  activi- 
ties of  the  previous  month  to  determine  a  trial  balance 
with  the  close  of  the  month.  He  also  comes  in  contact 
with  things  rather  than  people. 

But  in  the  marketing  division  of  the  company  ^s  work, 
the  employee  meets  people.  He  must  have  at  least  a 
fair  understanding  of  human  nature  and  a  working 
knowledge  of  psychology.  There  is  no  formula  or 
method  which  he  can  pursue  that  will  insure  the  mar- 
keting of  any  given  amount  of  his  company's  product 
in  the  territory  assigned  him.  He  must  possess  what 
is  commonly  termed  a  ** commercial  temperament."  He 
must  like  to  meet  people,  to  measure  his  own  activities, 
theories,  and  experience  against  the  development  of  the 
prospective  customer;  or,  if  the  case  be  one  of  adjust- 
ment of  complaint,  he  must  enjoy  pitting  his  own  against 
the  native  abilities,  experience  and  wishes  of  the  cus- 


10        EMPLOYMENT  DEPARTMENT 

tomer.    Obviously  the  employment  tests  for  these  classes 
of  workers  must  vary. 


THE  APPLICATION   BLANK 

All  large  organizations  require  some  form  of  written 
application  not  only  as  a  guide  in  making  selections,  but 
also  as  a  matter  of  record  that  may  later  aid  in  the 
promotion  of  the  employee.  Figure  1  shows  a  form  of 
application  blank. 

The  question  of  the  application  blank  or  form  deserves 
consideration.  First  of  all,  the  written  application  is 
necessary,  altho  many  applicants  for  positions  do  not 
think  so.  Sometimes  an  applicant  may  refuse  to  fill  out 
the  blank.  This  might  indicate  that  he  did  not  deserve 
the  position.  On  the  other  hand,  some  application  forms 
are  ridiculous  enough  almost  to  warrant  refusal.  Their 
numerous  questions  are  unnecessary  or  irrelevant.  A 
simple  form  of  application  blank  is  much  better.  The 
following  information  is  deemed  essential. 

Name  and  address. 
Date  of  application. 
Date  and  place  of  birth. 
'  Date  of  immigration,  if  foreign  bom. 

N  Parentage. 

4^'  Languages  spoken. 

^  Education. 

Married  or  single. 

Number  in  family. 

Wage  contribution  to  family  support 

Record  of  previous  employment. 


This  is  a  simple  outline  that  covers   the  essential 
points. 


/' 


HBNDERSCHOTT   and   WEAKLY 


11 


Application  for  Employment 

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Fig.  1. — ^Application  Blank 


12        EMPLOYMENT  DEPARTMENT 

Much  can  be  learned  about  the  prospective  employee 
from  the  manner  in  which  the  application  blank  is  filled 
in.  A  form  carelessly  written,  questions  inaccurately 
answered,  are  causes  for  disqualifications.  Poor  hand- 
writing would  prevent  the  employment  of  the  applicant 
in  an  office  position  perhaps,  but  it  would  not  bar  plac- 
ing him  as  a  mechanic,  trucker,  etc.  As  a  matter  of 
fact,  the  application  blank  is,  in  many  ways,  a  fairly 
representative  test.  In  ordinary  cases  it  can  be  con- 
sidered a  safe  guide. 


THE   PHYSICAL  EXAMINATION 

The  value  of  the  physical  examination  cannot  be  over- 
estimated. Nothing  contributes  more  to  insuring  a 
wholesome  physical  atmosphere  than  a  healthy  body  of 
workers.  It  is  a  social  crime  to  expose  the  workers  to 
contagious  disease.  Protection  from  contagion  can  only 
be  secured  by  a  thoro  physical  exanaination,  and  this 
should  be  given  before  the  employee  starts  to  work. 
Experience  has  proved  the  value  of  these  physical  tests, 
and  they  are  now  considered  an  indispensable  part  of 
any  well-organized  employment  work.  Figure  2  shows 
a  male  physical  examination  blank  and  Figure  3,  a 
female  physical  examination  blank,  used  by  a  large 
concern. 

Here  is  a  little  testimony  from  a  superintendent  in 
an  Ohio  concern: 

Our  house  physician,  nurse  and  hospital  perform  such  valu- 
able service  to  our  business  in  the  way  of  keeping  our  people 
on  the  firing  line,  in  the  way  of  economy  to  our  employees  and 
ourselves,  that  to  dispense  with  it  would  be  an  unwise  move. 
Stores  not  having  such  facilities  do  not  realize  that  the  invest- 
ment would  pay  large  annual  health  dividends. 


HENDERSCHOTT    and   WEAKLY  13 


MALE  APPLICANT 

Serial  No. 

Name Date 

Age Division. . 

Married  or  single? 

Is  father  living? If  not,  cause  of  death 


Is  mother  living? If  not,  cause  of  death. 


How  many  brothers  and  sisters  living?. 
How  many  brothers  and  sisters  dead?. . 
Cause  of  death 


Have  you  ever  had  any  serious  illness?. 


How  much  time  have  you  lost,  in  the  past  few  years,  on  account 

of  illness? 

Present  state  of  health 

Vaccination Specific  diseases 

General   appearance 

Ruptured    

Goitre Chest  findings 

Urinary  findings 

Pulse Temperature Respiration 

Approved 

Rejected 

M.  D. 

Pig.  2. — Physical  Examination  Blank — ^Male 


14        EMPLOYMENT  DEPARTMENT 


FEMALE  APPLICANT 


Week  

Serial  No.  , 

Name Date 

Age Division   . 

Married  -or.  single? , 

Is  father  liring? If  not,  cause  of  death. 


Is  mother  Hying? If  not,  cause  of  death. 


How  many  brothers  and  sisters  living? ?. 

How  many  brothers  and  sisters  dead? 

Cause  of  death 


Have  you  ever  had  any  serious  illness?. 


How  much  time  have  you  lost,  in  the  past  few  years,  on  account 

of  illness? 

Present  state  of  health 

Vaccination Specific  Diseases 

General   appearance 

Female   troubles 

Goitre Chest   findings 

Urinary  findings 

Pulse Temperature Respiration 

Approved 

Rejected 

M.D. 

Fig.  3. — Physical  Examination  Blank — Female 


HENDERSCHOTT   and  WEAKLY  15 

The  Laboe  Supply 

Closely  associated  with  the  selection  of  employees  is 
the  question  of  the  sources  of  labor  supply.  One  large 
Chicago  concern  has  an  analysis  of  the  sources  of  labor 
supply  for  every  position  that  must  be  filled  from  out- 
side the  organization.  When  a  vacancy  occurs  in  one 
of  these  positions,  it  is  only  necessary  to  tap  the  source 
of  supply,  and  applicants  are  quickly  available.  On  the 
other  hand,  in  the  same  company,  a  complete  analysis 
is  available  to  show  how  employees  may  be  supplied 
from  the  inside.  Other  things  being  equal,  a  person 
from  the  ranks  should  be  considered  for  a  better  posi- 
tion whenever  possible  in  preference  to  one  from  the 
outside.  Promotion,  growth  and  advancement  are  the 
very  life  of  a  business  institution. 

In  a  general  way  the  principal  sources  of  supply  are : 


1. 

Present  employees. 

2. 

Their  friends. 

3. 

Previous  employees. 

4. 

Vohmtary  applications. 

5. 

Advertising. 

a.     Open. 

b.    Blind. 

6. 

Schools. 

a.    Public. 

b.    Private. 

c.    Universities,  colleges. 

d.     Free  business  schools  giving  free 

training  on  their  machines. 

7. 

Employment  agencies. 

a.    Public. 

b.     Private. 

8. 

Competitors. 

16         EMPLOYMENT  DEPARTMENT 

The  immediate  and  best  source  of  supply  for  any 
organization  is  its  own  body  of  employees.  If  there  is 
an  employee  in  the  plant  capable  of  filling  the  better 
job,  he  should  by  all  means  have  his  chance  regardless 
of  how  well  he  may  be  performing  a  particular  task. 
On  the  other  hand,  care  must  be  taken  not  to  put  sudb 
an  employee  in  over  his  head.  One  large  company  uses 
a  special  follow-up  file  on  employees  of  more  than  ordi- 
nary ability.  They  are  classified  according  to  what 
they  can  do,  and  a  periodical  check-up  shows  their 
progress.  This  file  is  first  consulted  when  a  position 
higher  up  is  vacant.  This  plan  helped  to  increase  trans- 
fers and  promotions  150  per  cent  over  a  previous  period 
of  time.  Such  plans  involve  principles  of  promotion 
and  transfer  that  will  be  considered  shortly. 

The  friends  of  present  employees  frequently  consti- 
tute a  splendid  source  of  supply.  However,  the  danger 
here  is  the  temptation  this  offers  executives  to  work  in 
their  friends  or  relatives.  A  rigid  rule  should  be  fol- 
lowed in  this  respect:  relatives  should  never  work  in 
the  same  department.  Usually  a  relative  of  any  execu- 
tive or  official  has  an  uphill  row  to  hoe.  Some  time  ago 
a  young  man  who  was  thus  placed  remarked:  **I  regret 
very  much  that  I  did  not  come  in  under  an  assumed 
name. ' ' 

The  social  activities  of  a  body  of  employees  such  as 
dances,  parties,  baseball,  basket  ball,  picnics,  bowling 
and  billiard  clubs,  etc.,  are  an  effective  method  of  draw- 
ing their  friends.  As  a  general  thing,  where  employees 
play  and  associate  with  each  other  on  a  social  equality, 
they  naturally  attract  a  higher  grade  of  employees  and  a 
much  better  class  of  people.  Hence,  the  question  of  the 
character  of  one^s  employees  is  of  vital  consideration. 

Previous  employees  should  be  eligible  for  re-employ- 
ment, if  they  left  in  good  standing.    One  eastern  organ- 


HENDERSCHOTT   and   WEAKLY  17 

ization  lias  sticli  a  waiting  list.  Workers  are  often 
attracted  by  higher  wages  and  leave,  believing  they  are 
bettering  themselves.  Later  they  find  working  condi- 
tions or  the  class  of  work  unsatisfactory,  or  discover 
transportation  difficulties.  If  their  record  is  good,  they 
usually  make  much  better  employees  the  second  time 
employed. 

The  unemployed  worker  is  always  strongly  attracted 
to  the  plant  with  a  reputation  for  good  wages,  working 
conditions,  etc.  The  daily  applicants  who  come  volun- 
tarily form  one  very  interesting  source  of  supply.  Many 
applications  are  also  received  by  mail.  Careful  analysis 
for  various  seasons  of  the  year  will  enable  one  to  deter- 
mine, on  the  strength  of  averages,  just  what  classes  of 
employees  and  about  how  many  may  be  thus  obtained. 
In  ordinary-  times  many  positions  are  thus  filled  quite 
satisfactorily. 

From  such  a  source,  ** prospect'*  files  may  be  devel- 
oped in  case  there  are  no  positions  vacant  at  the  time 
of  the  application.  However,  ^* prospect"  files,  to  be 
effective,  must  be  kept  current.  This  varies,  however, 
with  the  class  of  applications  in  file.  A  ** prospect''  file 
for  laborers  is  of  little  use.  For  office  boys,  stenog- 
raphers, etc.,  it  is  indispensable. 

Advertising  is  a  very  common  means  of  securing 
applicants,  but  is  nsually  expensive.  Advertising  should 
not  be  resorted  to  until  all  other  means  fail.  One  tele- 
phone call  has  occasionally  accomplished  what  a 
hundred-dollar  advertisement  failed  to  do.  Experience 
must  be  the  guide. 

Help  wanted  advertisements  are  of  two  kinds,  open 
and  blind.  An  open  advertisement  bears  the  adver- 
tiser's name.  The  blind  advertisement  carries  a  key 
number.  Each  has  its  field.  Much  depends  upon  what 
is  sought.    For  immediate  and  quick  results  the  open 


18         EMPLOYMENT  DEPARTMENT 

advertisement  is  necessary,  as  the  blind  advertisement 
takes  very  mnch  longer  to  produce.  Experience  must 
show  which  is  better  in  this  or  that  case.  Ordinarily 
this  can  be  determined  only  after  considerable  experi- 
menting. As  industries  differ,  so  do  localities.  What 
may  be  used  successfully  by  one,  may  fail  if  used  by 
another.  The  right  kind  of  advertisement  properly 
worded,  placed  and  timed,  will  produce  any  kind  or 
class  of  help  desired,  provided  there  is  a  supply  avail- 
able. It  is  largely  a  question  of  entering  the  labor 
market  and  openly  stating  your  bid.  The  law  of  supply 
and  demand  will  work  in  such  cases  as  well  as  in 
merchandising. 

A  small  advertisement  of  a  few  lines  carefully  out- 
lining what  is  wanted  is  all  that  is  necessary  if  only  a 
very  few  people  are  needed.  On  the  other  hand,  the 
size  of  a  help  wanted  advertisement  is  not  always  indica- 
tive of  the  number  of  people  desired.  Frequently,  in 
seeking  to  fill  a  position  of  a  very  special  sort  where 
only  one  person  is  all  that  is  sought,  large  space  is 
used,  going  into  great  detail  as  to  the  class  of  man 
desired  and  often  outlining  what  his  duties  will  be.  In 
short,  it  may  be  stated  as  a  principle  that  the  expense 
to  which  one  may  go  in  securing  help  depends  upon  the 
need,  the  number  required  and  the  size  of  the  job.  The 
successful  employment  manager  of  a  large  institution  is 
invariably  a  keen  student  of  the  help  wanted  columns  of 
the  local  papers.  It  is  not  sufficient  to  know  one's  own 
needs;  it  is  wise  to  know  also  your  competitors*  needs. 

All  kinds  of  educational  institutions  are  considered 
excellent  sources  of  supply,  especially  for  beginners.  In 
this  group  come  the  grammar  schools  and  high  schools, 
both  public  and  private.  Then  there  are  the  univer- 
sities and  colleges,  including  the  technical  and  commer- 
cial schools.    Representatives  from  many  corporations 


HENDERSCHOTT   and  WEAKLY  19 

visit  regularly  the  best  universities  near  graduation 
time,  and  recruit  for  their  organizations  talent  with 
special  training.  The  same  plan  may  be  followed  with 
good  results  in  connection  with  local  schools  and  col- 
leges. One  employment  manager  in  Chicago  never  re- 
fuses an  invitation  to  talk  to  any  student  body.  In  fact, 
he  is  always  glad  to  avail  himself  of  the  opportunity  to 
present  his  organization  in  a  true  light  to  such  pros- 
pective employees. 

A  number  of  business  concerns  that  manufacture  spe- 
cialties, such  as  typewriters,  adding  machines,  etc.,  have 
installed  schools  in  connection  with  their  regular  busi- 
ness. The  purpose  of  such  schools  is,  of  course,  obvious 
— to  provide  operators  for  their  machines.  Especially 
in  a  large  city  these  schools  are  invaluable  and  employ- 
ment managers  will  find  it  worth  while  to  cultivate  this 
source  of  supply  carefully. 

The  business  colleges  need  little  explanation  as  they 
are  fairly  well  understood  by  most  everyone.  Their 
main  business  is  to  develop  boys  and  girls  for  business 
positions.  Usually  the  demand  on  such  institutions 
exceeds  the  supply.  It  is  a  common  fault  with  most 
business  colleges  to  graduate  the  student  before  he  is 
**ripe.''  Closer  co-operation  between  these  schools  and 
business  organizations  will  improve  the  quality  of  appli- 
cants from  these  institutions. 

The  public  and  private  employment  agencies  should 
be  given  careful  attention  by  the  employment  manager. 
Their  universal  fault  is  merely  to  **  refer  to  you  an 
applicant  for  a  position,''  without  first  determining  the 
applicant's  fitness  for  the  position  to  be  filled.  In  the 
past,  these  agencies  have  been  more  interested  in  **  sta- 
tistics." At  present,  they  are  showing  an  increasing 
desire  to  understand  the  employers'  problems.  This 
growing  tendency  to  co-operate  with  employers  presages 


20         EMPLOYMENT  DEPARTMENT 

a  much  wider  field  of  usefulness  for  employment 
agencies. 

Private  employment  agencies  always  charge  a  fee, 
usually  to  the  applicant,  rarely  to  the  employer.  Large 
organizations  with  completely  equipped  employment  de- 
partments are  reluctant  to  patronize  them  because  of 
the  fee  charged.  One  house  in  the  middle  west  always 
pays  the  fee  when  engaging  an  employee  from  a  private 
agency.  On  the  whole  it  is  considered  more  advisable 
to  secure  help  thru  the  usual  channels  than  to  patronize 
an  agency  which  charges  the  applicant  a  fee. 

The  question  of  hiring  a  competitor's  employee  is  one 
worthy  of  the  utmost  consideration.  In  large  business 
there  is  a  tacit  '^courtesy  agreement"  with  respect  to 
this.  It  is  not  considered  good  business  ethics  to  delib- 
erately bid  another  man's  help  away  from  him.  Some 
companies  observe  strictly  the  spirit  of  this  unwritten 
law  and  refuse  to  employ  anyone  who  is  already  em- 
ployed. To  get  employment  with  such  a  company  one 
must  be  unemployed.  This,  however,  does  not  seem 
quite  fair  to  the  individual,  for  everyone  is  entitled  to 
his  place  in  the  world.  If  he  is  not  getting  ahead  in 
one  place,  he  should  try  another.  It  is  only  essential 
that  the  transaction  be  fair  and  above  board  in  everj^ 
way  J  then  no  misunderstanding  can  creep  in.  Such 
cases  need  courtesy  and  common  sense,  usually  nothing 
more. 

Pkomotions  and  Traksfers 

In  interviewing  an  applicant,  an  employer  asks,  **Why 
did  you  leave  your  last  job?''  His  answer  is  usually 
given  in  two  words,  **No  advancement."  If  you  could 
know  his  day  dreams  and  could  find  the  idea  back  of 


HENDERSCHOTT    and   WEAKLY  21 

them,  you  would  discover  three  causes:  that  he  has 
imagined  the  comforts  and  pleasures  he  could  buy  with 
a  slightly  greater  income,  that  he  has  pictured  for  him- 
self a  bosses  job,  or  that  he  has  coveted  the  position  of 
a  trusted  employee.  In  other  words,  he  has  an  inco- 
herent desire  for  personal  comfort,  the  bearing  of 
responsibility  and  the  exercise  of  authority. 

These  three  elemental  desires  are  so  fundamental  in 
each  individual's  character  that  his  success  in  life 
depends  upon  their  gratification. 

To  find  a  satisfactory  means  of  answering  these  long- 
ings of  the  individual  has  been  one  of  the  principal 
sei*vices  rendered  by  the  personnel  committee  of  large 
organizations.  For  example,  the  personnel  committee 
of  a  Chicago  corporation  has  distributed  material 
profits,  promoted  sociability,  paid  liberal  salaries,  and 
conducted  classes  in  which  some  of  the  more  desirable 
activities  of  the  house  were  taught.  But  this  was  not 
thorogoing  enough.  Promotion  for  several  thousand 
employees  cannot  be  managed  successfully,  based  on  the 
principle  of  generosity  alone.  It  must  be  scientifically 
planned. 

The  first  step  in  the  scientific  study  of  promotion  was 
directed  toward  the  relationship  of  each  activity  to  the 
total  profits  of  the  business.  This  gave  a  rough  scale 
of  advancement  based  on  operating  cost.  But  this  is 
only  one  factor  in  the  value  of  a  task. 

Another  factor  which  was  studied  was  knowledge  of 
house  system.  This  can  be  gained  only  by  experience. 
Analyses  of  the  various  activities  were  made  and  sum- 
maries obtained  from  which  could  be  determined  the 
relation  of  one  activity  to  another  with  regard  to  experi- 
ence and  knowledge  of  house  system.  This  gave 
another  rough  scale  for  advancement. 


22 


EMPLOYMENT  DEPARTMENT 


The  following  table  shows  a  few  activities  for  women, 
grouped  on  the  basis  of  experience.  Promotion  goes 
from  left  to  ri<]rht. 


Entry  checker 

Mail  reader 

Letter  checker  or 
correspondent 

Draft  clerk 

Biller  or  typist 

Supervisor  or  ledger 
clerk 

Order  filler 

Merchandise  checker 

Supervisor  or  special 
clerk 

Addressing  machine 

Typist 

Dictaphone  operator  or 
stenographer 

Sorter 

Pricer 

Special  clerk  or  stock 
record  keeper 

Errands 

Paster 

Addressing  machine 
operator 

The  first  column  gives  work  which  requires  no  experi- 
ence or  special  training.  New  employees  for  such  work 
are  hired,  usually,  from  outside  the  organization.  The 
second  column  gives  a  more  advanced  class  of  work 
which  is  closely  related  to  that  in  the  first  column.  The 
third  column  names  the  high-class  work  which  is  the 
goal  toward  which  the  others  lead. 

Another  subject  of  study,  probably  more  important 
than  either  of  those  mentioned  above,  is  the  general 
ability  of  the  individual.  Training  and  experience  alone 
cannot  decide  promotion.  There  is  a  natural  quickness 
of  thought  and  good  common  sense  necessary  as  a  foun- 
dation before  training  or  experience  can  produce  supe- 
rior ability.  We  will  call  this  ** general  intelligence''  to 
distinguish  it  from  special  ability  which  has  resulted 


HENDERSCHOTT    and  WEAKLY 


23 


from  training  or  peculiar  natural  talents  which  are 
strictly  individual  things.  Doubtless,  every  large  firm 
has  capable  executives,  shrewd  business  men,  progres- 
sive and  of  great  value  to  the  firm,  who  had  to  leave 
school  at  an  early  age.  They  are  superior  men  now  and 
in  the  old  days  were  superior  boys,  because  they  were 
generously  endowed  by  nature  with  general  intelligence 
or  native  ability.  On  the  other  hand,  large  sums  of 
money  and  long  periods  of  time  have  been  spent  in  try- 
ing to  educate  and  train  men  for  big  w^ork  who  have 
never  been  able  to  succeed.  Education  is  not  the  crux 
of  the  matter  in  either  case  but  the  native  ability  of 
each  man  has  been  the  deciding  factor. 

For  further  illustration,  let  us  take  three  girls,  A,  B 
and  C,  hired  on  the  same  day  as  draft  clerks.  Six 
weeks  later  found  A  and  B  still  working  in  the  same 
place.  C  had  been  promoted  to  biller.  Four  months 
later,  C  had  been  made  a  ledger  clerk,  B  had  become  a 
biller  and  A  was  stDl  filling  in  drafts. 

These  girls  had  taken  tests  of  general  and  specific 
ability  when  they  w^ere  hired  w^hich  showed  in  thirty 
minutes  what  was  proved  out  in  five  and  a  half  months. 
The  results  of  their  tests  were  as  follows: 


Dexterity 

i 

Arithmetic 

Gen'l  Intelligence 

A 

80 

68 

65 

B 

87 

75 

78 

C 

94 

90 

95 

The  differences  in  their  general  intelligence  were  evi- 
dent from  the  short  test,  and  the  same  differences  con- 


24         EMPLOYMENT  DEPARTMENT 

tinued  to  show  in  their  work.  Thus  we  know  that  there 
is  a  constant  element  which  can  be  used  as  a  unit  in  a 
scale;  so  our  third  scale  of  promotion  has  been  made, 
based  on  the  general  intelligence  required  for  the  suc- 
cessful performance  of  a  task. 

Progressive  Sc.u.e  of  Promotion  Based  on  General 
Intelligence  Requirements 


Grades 

Correspondent. 

90 

Letter  checker. 

Secretary. 

85 

Record  clerk. 

Reader. 

Stenographer. 

80 

Dictaphone  operator. 

BiUer. 

Pricer. 

Rack  work. 

Division  checker. 

75 

Draft  clerk. 

Classifiers. 

Indexers. 

Order  filler. 

70 

Typist. 

Entry  checker. 

65 

Addressers. 

Paster. 

60 

Errands. 

Sorter. 

Tubes. 

50        Bagger. 


HENDERSCHOTT   and  WEAKLY  25 

If  a  representative  number  of  workers  from  each  of 
the  activities  mentioned  in  the  scale  above  should  take 
the  same  general  intelligence  test,  the  average  score  for 
the  workers  in  each  activity  would  approximate  the  per- 
centage on  the  scale  where  the  activity  is  placed.  We 
assume  that  any  person  whose  score  is  less  than  50  is 
too  stupid  to  be  of  use  in  this  plant.  Sixty  per  cent  rep- 
resents the  worker  who  can  do  only  simple  tasks  and 
90  per  cent  represents  the  exceptional  individual,  very 
quick  to  grasp  a  new  idea  and  able  to  use  good  judg- 
ment. It  is  plain  that  there  is  a  great  difference  be- 
tween the  upper  and  the  lower  part  of  the  scale  but 
there  are  many  activities  which  may  be  grouped  on  the 
same  level  thruout  the  scale. 

Thus  we  have  three  separate  methods  of  determining 
the  relative  value  of  the  activities  of  our  plant.  If  we 
attempted  to  combine  the  three  into  one  general  plan 
with  the  most  important  executive  position  at  the  top 
and  the  simplest  task  at  the  bottom,  we  would  have  a 
very  complex  scale.  In  place  of  having  one  continuous 
line  of  promotion,  with  each  job  a  little  more  difficult 
than  the  one  before,  there  would  be  several  parallel 
lines  with  many  jobs  about  equal  in  difficulty  but  differ- 
ing in  requirements  of  special  ability.  A  set  of  activi- 
ties requiring  quickness  of  fingers,  such  as  typing,  filing, 
stencil  cutting,  etc.,  would  form  one  line.  Pricing,  bill- 
ing and  record  work  would  have  to  do  with  arithmetic. 
Stenography,  dictaphone  operating,  letter  checking  and 
correspondence  would  have  to  do  with  language  ability, 
and  the  power  to  govern  others  might  predominate 
thruout  a  seriee  of  supervising  activities.  One  series 
would  be  equal  to  another  in  the  general  plan.  But  the 
problem  is  to  place  the  individual  in  the  series  which 
can  best  use  his  special  talent. 


26        EMPLOYMENT  DEPARTMENT 

Employee  Eecokds  as  a  Basis  for  Promotion 

One  large  industrial  corporation  in  the  East  feels  that 
it  is  helping  to  solve  this  question  of  promotion  and 
transfer  by  keeping  a  personal  record  of  each  employee. 
The  form  used  for  this  record  is  shown  in  Figure  4. 

The  employee's  personal  record  should  be  compiled 
and  kept  by  the  employment  department  or  the  bureau 
of  education,  where  such  a  bureau  exists  in  an  indus- 
trial institution.  It  is  also  obvious  that  favoritism  will 
completely  nullify  the  value  of  the  record,  and  that  the 
temperamental  peculiarities  of  individual  managers  have 
to  be  reckoned  with.  However,  the  corporation  which 
has  had  this  system  in  force  for  a  period  of  about  six 
years  affirms  that  the  record,  when  conscientiously  com- 
piled, will  reflect  a  fair  picture  of  the  individual  em- 
ployee's characteristics  and  general  worth.  Such  a  sys- 
tem, however,  will  not  record  latent  characteristics  of 
the  individual.  It  pictures  more  successfully  the  indi- 
vidual of  forceful  character  and  of  more  than  ordinary 
determination.  In  this  corporation  the  record  was  kept 
by  an  assistant  to  the  manager  of  the  bureau  of  educa- 
tion. This  manager  also  had  charge  of  employment  for 
his  division  of  the  company — the  division  which  in- 
cluded sales  and  the  handling  of  all  matters  pertaining 
to  the  company's  relations  with  the  public. 

The  record  should  show  the  employee 's  age,  education, 
time  in  the  service  of  the  company,  history  of  such 
service,  history  of  work  done  before  entering  the  employ 
of  the  company,  condition  of  the  employee's  health.  It 
should  also  record  his  accomplishments  in  educational 
courses,  tardiness,  absences  and  the  causes  for  each  if 
they  can  be  ascertained.  Of  greater  value  would  be  a 
statement  of  such  personal  characteristics  as  may  be 
determined  thru  observation;  for  example,  the  attitude 


HENDERSCHOTT    and   WEAKLY  27 


EMPLOYEE'S  PERSONAL  RECORD 

Date 

Name Bureau Position. . 

Home  address Date  of  birth 

Education 

Entered^ employ  of  company Position. 

History  In  company 

Positions  held  before  coming  to  the  company 

Health Personal  Appearance 

Characteristics   

Report  of  Manager 

Principal  work  since  coming  to  bureau 

Adapted   to   work 

Sufficiently  trained 

Capable  of  filling  a  better  position 

Special  aptitude  or  possibilities 

Commercial Technical , 

Attitude  toward  duties 

Prompt 

Accurate  

Needs  supervision , 

Team   work 

Remarks  of  manager 

Fig.  4. — Employee's  Personal  Record 


28         EMPLOYMENT  DEPARTMENT 

of  the  individual  toward  his  duties;  whether  he  is 
prompt,  accurate ;  the  amount  of  supervision  he  requires ; 
whether  he  works  well  with  other  employees;  whether 
he  is  ambitious,  willing,  adaptable;  whether  he  possesses 
executive  ability.  It  should  also  show  whether  or  not 
the  employee  is  adapted  to  his  work  and  sufficiently 
trained  to  render  acceptable  service.  Often  the  record 
may  indicate  the  fitness  of  the  employee  for  a  better 
position.  To  a  large  extent  it  registers  his  native 
abilities. 


Annual  Survey  of  Employees 

In  this  same  company,  managers  are  not  permitted 
to  discharge  unsatisfactory  employees,  but  may  return 
such  employees  to  what  is  known  as  the  *  draining  de- 
partment,'* where  the  head  of  that  department  ascer- 
tains the  cause  for  the  unsatisfactory  service.  Here 
further  effort  is  made  to  determine  the  inherent  char- 
acteristics of  the  individual,  and  to  place  the  employee 
in  a  position  where  he  can  best  use  his  natural  abili- 
ties. If  the  employee  has  the  right  attitude  toward  his 
work  and  is  willing  and  earnestly  striving  to  succeed, 
there  is  no  difficulty  in  ultimately  finding  satisfactory 
employment  and  retaining  the  services  of  the  employee. 
But  if  the  matter  be  one  of  unwillingness  or  wrong 
attitude,  and  the  employee  does  not  yield  to  kindly  and 
carefully  considered  advice  on  the  part  of  the  head  of 
the  training  bureau,  then  his  resignation  is  requested. 

Once  each  year  a  survey  of  the  department  is  made 
when  points  are  credited  as  follows : 

On  personal  record  a  maximum  of  twenty-five  points ; 
on  school  record  a  maximum  of  fifteen  points;  on  at- 
tendance record  a  maximum  of  twenty-five  points;  on 


HENDERSCHOTT    and   WEAKLY  29 

the  manager's  opinion  of  an  employee's  value  to  the 
company  a  maximum  of  thirty-five  points. 

The  statement  of  the  manager  embraces  three  factors : 
the  employee's  value  in  the  position  he  is  filling,  an 
estimate  of  his  latent  abilities,  and  an  estimate  of  his 
future  value  to  the  company.  An  excellent  personal 
record  would  insure  the  maximum  of  twenty-five  points, 
a  good  record  twenty  points,  a  fair  record  ten  points, 
and  a  poor  record  no  credit.  Similar  credit  is  given 
for  school  work  done.  In  the  matter  of  attendance,  it 
is  possible  for  an  employee  not  only  to  receive  no 
credits,  but  to  have  deductions  made  to  the  extent  of 
twenty-five  points  from  credits  given  in  the  other  three 
classifications.  Credits  are  also  given  for  the  manager's 
statement. 

The  employee  falling  below  a  total  rating  of  sixty 
points  credit  is  considered  undesirable.  But  before  his 
resignation  is  asked  for,  his  manager  is  given  the  privi- 
lege of  taking  his  name  from  the  undesirable  list.  The 
manager  then  assumes  responsibility  for  the  employee 
and  the  correcting  of  his  faults.  If,  however,  the  name 
of  the  employee  should  again  appear  on  the  list  of  unde- 
sirables the  following  year,  his  resignation  is  then  asked 
for  and  the  manager  called  to  account. 

The  Principle  of  Transfer 

Making  promotions  within  the  organization  involves  a 
big  question  known  as  the  ** principle  of  transfer." 
Employees  are  human  beings,  hence,  we  as  managers 
must  be  consistent,  for  a  manager  who  is  not  is  very 
soon  discovered  by  his  workers.  As  a  consequence,  it 
is  frequently  not  only  advisable,  but  absolutely  neces- 
sary, for  a  superintendent  to  sacrifice  a  little  here  or 
there  in  order  that  the  individual  may  be  allowed  to 


30         EMPLOYMENT  DEPARTMENT 

grow  and  develop.  Eegarding  this  question  of  transfer 
and  promotion,  managers  must  be  exceedingly  liberal, 
fair  and  unselfish,  for  upon  it  depends  the  personality 
and  spirit  of  the  whole  organization.  To  be  sure,  the 
employment  manager  should  on  the  other  hand  be  con- 
siderate of  the  needs  of  the  department  concerned.  He 
should  not  insist  upon  one  superintendent  yielding  an 
employee  to  another  unless  the  employee  will  better 
himself  one  way  or  another. 

The  following  figures  represent  two  forms  that  are 
now  being  used  by  one  concern  to  aid  in  handling  this 
question  of  transfer  and  promotion.  Figure  5  is  used 
by  superintendents  when  they  desire  to  reward  volun- 


DIVISION  SALARY  INCREASE 

Note:  Please  fill  in  each  BLA]?fK 

No Div Date 

Name  

Date  originally  employed . . .  Starting  salary . . .  Present  salary . , . 
Date  of  reinstatement. .  .Date  of  last  advance. .  .Class  of  work. . . 

Attendance Punctuality Industry 

Disposition  and  willingness What  is  his  or  her  most 

valuable  quality?  

Output  record  (above  or  below  standard) 

Recommended  for  salary  increase  of per  week. 

It  is  always  our  policy  to  promote  from  the  ranks.  The  happy 
and  satisfied  worker  is  an  asset  to  the  company.  The  interests 
of  the  company  are  best  served  when  the  Individual  is  allowed 
to  grow  and  develop.  The  returns  will  be  mutual.  If  this  em- 
ployee has  qualifications  to  assume  greater  responsibility  and 
you  have  not  the  opportunity  in  your  own  department  for  him, 
please  suggest  what  activity  or  work  you  think  he  is  best  quali- 
fied to  do  and  for  which  you  recommend  him 

Approved 

Dept.  Manager  

Employment  Manager 


Fig.  5. — Division  Salary  Increase 


HENDERSCHOTT    and  WEAKLY  31 


REQUEST  FOR  SALARY  INCREASE  FROM  EMPLOYMENT 
DEPARTMENT 

Note:  Please  fill  in  each  blaxk 

No Div Date 

Name 

Date  originally  employed. .  .Starting  salary. .  .Present  salary. . . . 
Date  of  reinstatement. .  .Date  of  last  advance. .  .Class  of  work. . . 

Attendance Punctuality Industry 

Disposition  and  willingness What  is  his  or  her  most 

valuable  quality?  

Output  record  (above  or  below  standard) 

Recommended  for  salary  increase  of per  week. 

If  not,  why? 

It  is  always  our  policy  to  promote  from  the  ranks.  The  happy 
and  satisfied  worker  is  an  asset  to  the  company.  The  Interests 
of  the  company  are  best  served  when  the  individual  is  allowed 
to  grow  and  develop.  The  returns  will  be  mutual.  If  this  em- 
ployee has  qualifications  to  assume  greater  responsibility  and  you 
have  not  the  opportunity  in  your  own  department  for  him,  please 
suggest  what  activity  or  work  you  think  he  is  best  qualified  to  do 
and  for  which  you  recommend  him 


Approved 

Dept.  Manager  

Employment  Manager 


Fig.  6. — Request  for  Increase  from  Employment  Department 

tarily  an  employee  for  good  work.  Figure  6  is  used  by 
the  employment  department  only  to  aid  in  maintaining 
the  minimum  wages  that  have  been  established  in  the 
plant.  Certain  promises  are  made  by  the  employment 
head  who  interviews  the  new  employee,  based  upon  cer- 
tain provisions.  All  new  people  are  thus  followed  up 
at  regular  periods  of  two,  six,  nine  and  twelve  months. 
If  the  employee  has  not  earned  the  advance,  he  must 
be  given  another  chance,  transferred  or  discharged,  as 
it  is  desired  to  have  every  employee  advancing. 


32         EMPLOYMENT  DEPARTMENT 

The  question  of  transfer  naturally  raises  the  matter 
of  discharge.  The  two  go  together.  They  constitute 
two  of  the  most  important  weapons  or  tools  of  the 
employment  manager.  The  best  practice  is  a  unit  in 
favor  of  having  the  power  of  discharge  resting  in  the 
employment  head.  This  makes  it  possible  to  interview 
all  employees  who  may  leave,  and  frequently  it  is 
necessary  to  reverse  the  decision  of  a  department  super- 
intendent. Many  very  useful  employees  may  thus  be 
saved  to  the  organization.  A  trained  employee  is  usu- 
ally an  asset  and  should  not  be  dismissed  without  due 
cause. 

The  Vocational  Labokatoby 

This  brings  us  to  the  question^  **How  can  we  know 
an  individual's  talents?''  It  is  often  said  that  anyone 
can  do  best  the  thing  which  he  most  enjoys.  This  is 
correct  theoretically,  but  practically,  the  employer  can 
derive  very  limited  aid  from  the  principle.  A  part  of 
the  interviewer's  art  is  finding  out  what  the  applicant 
wishes  most  to  do,  but  in  the  majority  of  cases,  the 
applicant  has  a  special  desire  to  do  the  kind  of  work 
which  he  has  seen  mentioned  in  the  help  wanted  adver- 
tisement in  the  morning  paper. 

The  foreman  would  answer  the  question,  **Let  me 
watch  him  at  work  and  I  will  tell  you  whether  he  will 
ever  be  any  good  in  my  department."  This  has  been 
the  favorite  method  for  ages.  It  is  quite  reliable  but 
very  expensive. 

The  answer  which  we  are  seeking  is  found  thru  the 
vocational  laboratory.  When  an  applicant  has  made 
clear  to  the  interviewer  the  general  class  of  work  he 
desires  and  what  his  training  and  experience  have  been, 
the  interviewer  selects  that  job  from  his  list  of  vacancies 


HENDERSCHOTT    and   WEAKLY  33 

which  most  nearly  corresponds  with  his  apparent  abili- 
ties. Then  the  applicant  goes  to  the  vocational  labo- 
ratory and  takes  a  test  which  is  a  brief  sampling  of  his 
general  intelligence.  His  performance  is  compared  with 
the  standards  for  the  job  for  which  he  is  applying.  If 
he  seems  not  to  be  suited  for  that  work,  an  effort  is 
made  to  find  the  special  training  or  talent  which, 
together  with  his  general  intelligence,  will  make  him 
useful  in  some  other  work  in  the  house. 

One  of  the  first  questions  asked  concerning  testing  is, 
*  *  Do  you  not  find  that  people  are  frightened  and  nervous 
when  required  to  take  a  test?'*  The  answer  is  that  this 
is  the  general  rule  and  allowance  is  made  for  such  dis- 
turbance. A  great  effort  is  made  to  dispel  self-con- 
sciousness and  show  that  the  object  of  the  test  is  to 
find  what  one  can  do  best,  because  if  he  can  do  the 
thing  which  is  easiest  for  him  and  which  he  likes  best, 
he  will  be  much  more  useful  and  happy  in  his  work. 
The  attitude  of  the  examiner  is  always  one  of  calm, 
sympathetic  interest.  The  applicant  feels  that  he  has 
found  a  friend  who  appreciates  his  ability  and  will  be 
glad  to  help  him  to  succeed.  New  workers  often  come 
back  to  the  laboratory  with  questions  and  suggestions 
because  they  know  that  they  will  receive  an  interested 
hearing. 

Other  questions  most  frequently  asked  are,  **How  do 
you  find  the  standards  for  jobs  and  what  kind  of  tests 
do  you  useT'  After  suitable  tests  have  been  selected 
for  a  particular  job,  the  method  of  finding  standards  is 
practically  the  same  as  for  any  job  thruout  the  house. 
Securing  standards  and  tests  for  billers  in  the  freight 
office  can  be  used  for  illustration.  An  experimenter 
spent  a  few  days  in  the  freight  department  as  a  regular 
biller.  This  enabled  her  to  select  a  test  which  required 
the  same  ability  as  that  used  in  the  work.     The  manager 


34         EMPLOYMENT  DEPARTMENT 

and  assistant  manager  selected  six  of  the  best  billers, 
six  mediocre,  and  six  poor  ones.  To  secure  a  firm  rank, 
they  arranged  them  in  order  with  the  very  best  worker 
as  number  1,  the  next  best  as  number  2  and  with  the 
poorest  as  number  18. 

After  -  they  had  taken  the  tests,  their  scores  were 
arranged  in  the  same  way  and  comparison  was  drawn 
between  the  firm  rank  and  the  test  rank.  The  a^ee- 
ment  was  very  marked. 

The  first  test  given  was  for  manual  dexterity.  The 
apparatus  for  this  is  a  board  10x6  inches,  so  mounted 
that  it  inclines  at  an  angle  of  45  degrees.  In  the  face 
are  three  holes,  arranged  in  the  form  of  an  equilateral 
triangle  about  1%  inches  on  each  side.  Counters  are 
attached  to  the  back,  which  register  if  the  subject  suc- 
cessfully aims  into  one  of  these  holes  with  a  stilus.  He 
has  a  minute  with  each  hand  to  register  as  many  taps 
as  possible.  The  billers  use  a  comptometer  in  their 
work;  therefore,  this  dexterity  test  is  applicable. 

The  second  test  was  a  sheet  of  subtraction  problems. 
Four  minutes  were  allowed  in  which  the  subject  was  to 
do  as  many  problems  as  possible.  In  her  work  the 
biller  uses  her  comptometer  to  find  the  total  amount  a 
customer  should  be  charged  for  the  whole  order;  then 
she  copies  this  amount  on  the  bill  and  finds  the  dif- 
ference between  the  total  charge  and  the  total  credit  by 
longhand  subtraction.  Therefore,  the  ability  to  subtract 
is  necessary,  but  a  large  percentage  of  errors  are  made 
in  copying ;  so  we  improved  on  the  first  subtraction  sheet 
by  requiring  that  the  problems  be  copied  before  the  sub- 
traction is  made.  This  test  worked  about  35  per  cent 
better  than  the  first  one.     See  Figures  7  and  8. 

The  rest  of  the  tests  are  made. up  of  the  following 
well-known  material  for  intelligence  tests. 

Figure  9  is  placed  before  the  subject  with  instructions 


HENDERSCHOTT   and   WEAKLY  35 


Name 

Subtract 

6.04 

9.20 

115.36 

1.13 

92.97 

5.01 

4.26 

80.19 

.42 

62.20 

10.43 

472.22 

51.27 

915.00 

117.35 

7.48 

175.04 

25.84 

199.01 

36.95 

64.54 

107.79 

9.60 

6.25 

7.36 

48.81 

77.19 

5.21 

4.91 

6.39 

4.26 

5.55 

137.76 

75.08 

879.39 

3.87 

4.36 

70.17 

57.40 

722.07 

160.62 

121.96 

12.57 

67.29 

109.51 

81.36 

90.49 

3.93 

29.34 

81.26 

3.49 

5.65 

1.75 

3.97 

4.36 

2.87 

4.98 

1.63 

2.79 

2.49 

8.16 

9.44 

3.78 

9.78 

11.98 

6.12 

7.34 

2.94 

8.63 

3.43 

3.78 

6.31 

3.64 

7.43 

6.95 

3.46 

5.36 

2.79 

7.03 

5.78 

Fig.  7. — Subtraction  Test 


EMPLOYMENT  DEPARTMENT 


Name 
Copy 

THESE 

NUMBERS 

INTO  THE  NEXT  COLUMN  AND  SUBTRACT  THE 

SMALLER    NUMBER    FROM 

THE    LARGER 

NUMBER    AS 

SHOWN    IN    THE 

SAMPLE 

. 

6.04 

6.04 

9.20 

115.36 

1.13 

92.97 

5.19 

5.19 

4.26 

80.19 

.42 

62.20 

.85 

10.43 

472.22 

51.27 

915.00 

117.35 

7.48 

175.04 

25.84 

199.01 

36.95 

64.54 

107.79 

0.«O 

6.25 

7.36 

'48.81 

77.19 

5.21 

4.91 

6.39 

4.26 

5.55 

137.76 

75.08 

879.39 

3.87 

4.36 

70.17 

57.40 

722.07 

5.65 

121.96 

12.57 

67.29 

109.51 

4.98 

90.49 

3.03 

29.34 

81.26 

3.49 

160.62 

1.75 

3.97 

4.36 

2.87 

80.36 

1.63 

2.79 

2.49 

8.16 

9.44 

3.T8 

9.76 

11.98 

6.12 

7.34 

2.94 

8.63 

3.43 

3.78 

6.31 

3.64 

7.43 

6.95 

3.46 

5.36 

2.79 

7.03 

5.78 

Fig.  8. — Longhand  Subtraction  Test 


HENDERSCHOTT    and   WEAKLY  37 


Name Date . 


Do  WHAT  IT  SAYS  TO  DO  AS  QUICKLY  AS  YOU  CAN,  BUT  BE  CAREFUL 
TO   NOTICE   JUST  WHAT  IT  DOES   SAY. 

With  your  pencil  draw  a  line  thru  the  longest  of  these  three 
words:  SENT,  RETURN,  CASH,  and  make  a  ring  around  the 
second  of  these  numbers:   2,  2,  6,  7,  8.     Then,  if  Independence 

Day  comes  in  June,  write  NO  in  this  space ;  but,  if  not, 

just  tell  where  the  sun  rises....'..:;// Make  any  letter 

except  "A"  after  this  comma,  ........  and  then  write  NO  if  2 

times  5  is  9 Now  if  January  is  colder  than  July,  make 

a  cross  here ;  but,  if  not,  make  a  cross  here ,  or 

else  a  circle  here Be  sure  to  write  TO  between  these 

two  names  of  cities:  Boston Buffalo.    Notice  these  two 

numbers:  6,  4.  If  cork  is  lighter  than  water,  write  the  larger 
number  here  . . . .  «r^ . . ,  but  if  cork  is  heavier  than  water,  write 

the  smaller  number  here  Show  by  a  cross  when  the 

nights  are  longer:  in  summer ;  in  winter  . . : Give  the 

correct  answer  to  this  question:  Will  ice  float  in  water?  ........ 

and  repeat  your  answer  here   ....."•*....     Do  not  give  here  the 

sum  of  3  and  4 unless  you  skipped  the  preceding  ques- 
tion, but  write  the  first  letter  of  your  last  name  at  the  left  end, 
and  the  last  letter  of  your  first  name  at  the  right  end,  of  this 
black  line: 


FiQ.  9. — Following  Direction  Test 


38        EMPLOYMENT  DEPARTMENT 


Write  your  name  here 

Make  a  peefect  sentence  of  each  of  the  following 
(ONE  WORD  ON  A  BLANK) 

1.  Three  and is  five. 

2.  There  are hours  in  half  a  day. 

3 always  comes  in  the  last  week  of  December. 

4.  The Ocean  is  east  of  the  United  States. 

5.  He  washed  his and  combed  his 


Fig.  10. — Sample  Instructions  for  Trabue  Completion  Test 


Make  a  perfect  sentence  of  each  of  the  following 
(ONE  WORD  ON  A  BLANK) 

1.  Vfe  like  good  boys girls. 

2.  The is  barking  at  the  cat. 

3.  The  stars  and  the will  shine  tonight. 

4.  Time often  more  valuable money. 

5.  The  poor  baby as  if  it  were sick. 

6.  She if  she  will. 

7.  Brothers  and  sisters always to  help 

other  and  should quarrel. 

8 weather  usually a  good  effect 

one's  spirits. 


9.    It  is  very  annoying  to tooth-ache, 

often  comes  at  the  most time  imaginable. 


10.  To friends  is  always the 

it  takes. 


Fig.  10  (Ck)nt.).— The  Trabue  Completion  Test 


HENDERSCHOTT    and   WEAKLY  39 

to  follow  directions  as  quickly  as  possible  and  hand  the 
paper  to  the  examiner  as  soon  as  finished.  In  scoring, 
count  is  taken  of  the  time  used  and  the  number  of  errors 
made.     The  test  is  graded  on  a  percentage  basis. 

Figure  10  is  scale  B  of  the  **Trabue  Completion 
Tests."  One  side  is  used  for  the  subject's  name  and 
a   few   samples   for   instruction.     Seven   minutes   are 


Sys^ls  &r8  often  used  Co  stand  for  suiiib«rs,  as 


I  stands  for  1 

L  ■  •  » 

—j    •    -4 


LZ  •tasds  for  6 

n  •  •  • 
r  -  -  . 


The  toy  to  the  abore  code  is  represented  tfans: 


1       2       3 
4       5     T~ 
7       8       9 


Osing  this  key  on  the  next  sheet,  fill  in  the 
proper  synSbols  opposite  the  ansbers. 


Fig.  11. — The  Substitution  Test — Instructions 


allowed  for  writing  the  ten  test  sentences  on  the  other 
side. 

Figure  11  illustrates  a  substitution  test.  The  first 
sheet  is  used  for  instruction.  Four  minutes  are  allowed 
for  making  the  substitutions  on  the  second  sheet. 


40 


EMPLOYMENT  DEPARTMENT 


lUllE          

Tb  uo«  this  key,  draw 
the  proper  sj-wbols  in 
the  blMik  spaces  below. 
The  first  lln«  show*  how. 

H 

2 

3 

4 

5 

6 

Svsple  ...       64,976 

n 

3 

7 

r 

8 

9 

79,821 

,  . 

63,442 

21,6:^9 

57,163 

3^,761 

95,146 

28,349 

73,862 

91,563 

37,626 

42,916 

23,729 

65,652 

55,486 

29,635 

72.516 

24,631 

13,852 

76,451 

Fig.  11  (Cont.).— The  Substitution  Test 


HENDERSCHOTT    and   WEAKLY 


41 


The  results  of  the  tests  are  as  follows:  The  names 
are  given  in  the  order  of  the  firm  rank  furnished  by 
the  management. 


Name 

General 
Intelligence 

Subtraction 

Dexterity 

Miss  A 

Score 

53 

93 

112 

Score 

95 
75 
65 

Score 
105 

Miss  B         

91 

Miss   C 

94 

Miss  D 

86 
77 
83 

87 
67 
55 

90 

Miss  B       

91 

Miss  F 

93 

Miss  G 

77 
85 
61 

57 

70 
70 

88 

Miss  H     

86 

Miss    I 

75 

Miss   J 

73 
69 

75 

61 
65 
55 

83 

Miss  K 

84 

Miss  L 

87 

Miss  M 

'67 
75 
66 

57 
55 
47 

81 

Miss  N 

90 

Miss  0 

79 

Miss  P 

55 
83 
41 

45 
37 
35 

78 

Miss  Q 

62 

Miss  R 

82 

From  these  figures  it  was  easy  to  determine  standards 
for  entrance  tests.  The  standards  which  applicants 
must  reach  to  be  hired  as  billers  are  as  follows: 


42         EMPLOYMENT  DEPARTMENT 


General 

Intelligence 

Subtraction 

Dexterity 

—  70  — 

—  50  — 

—  85  — 

A  few  case  stories  from  the  above  group  of  billers 
will  show  the  work  of  the  individual  tests. 
Miss  A  whose  scores  are — 


General 

Intelligence 

Subtraction 

Dexterity 

—  53  — 

—  95  — 

—  105  — 

was  called  by  her  manager  the  best  biller  in  the  depart- 
ment. Dexterity  and  subtraction  are  her  best  points. 
The  general  intelligence  tests  were  too  hard  for  her. 
It  was  desired  that  she  be  promoted  as  a  reward  for 
efficient  and  faithful  work.  The  next  highest  job  in 
her  line  of  promotion  was  work  in  the  bookkeeping 
department.  For  two  weeks  she  tried  to  learn  the  new 
work  but  the  details  were  too  exacting  for  her  judg- 
ment. She  lacked  the  general  intelligence  to  go  higher. 
Miss  Q  whose  scores  are — 


General 

Intelligence 

Subtraction 

Dexterity 

—  83  — 

—  37  — 

—  62  — 

was  so  lacking  in  subtraction  and  dexterity  that  she 
could  not  do  billing  altho  she  was  given  a  month  in 
which  to  learn.  She  was  given  some  general  clerical 
work  which  did  not  require  speed  but  demanded  rather 
good  judgment  and  succeeded. 
Miss  E  whose  scores  are — 


General 

Intelligence 

Subtraction 

Dexterity 

—  41  — 

—  35  — 

82 

HENDERSCHOTT    and   WEAKLY  43 

was  given  a  month  in  which  to  learn  to  do  billing.  She 
could  not  master  the  details  so  they  tried  her  on  some 
very  simple  filing,  but  she  could  not  keep  her  attention 
on  her  work.  Great  inaccuracy  was  the  result.  After 
two  weeks*  experimenting,  she  showed  no  improvement. 
The  application  of  tests  for  entrance  and  for  promo- 
tion is  valuable  over  the  general  field  of  employment. 
The  following  outline  gives  a  classification  of  employees 
in  their  characteristic  groups : 

I.    Mature  workers. 

A.  Inexperienced  persons. 

B.  Experienced  persons. 

II.     Beginners. 

A.  Bright  boys  and  girls. 

B.  Slow  boys  and  girls. 

1.  Those  who  have  possibilities  of  de- 
velopment. 

2.  Those  who  do  not  develop. 

Thus  all  employees  are  grouped  into  two  main  classes. 
First,  mature  persons  who  should  be  promoted  to  better 
positions  as  they  become  familiar  with  the  system; 
second,  young  persons  who  should  be  promoted  as  they 
mature  and  qualify  for  other  positions.  This  latter 
class  is  subdivided  into  group  A  and  group  B. 

Group  A  is  made  up  of  children  who  learn  easily  and 
develop  naturally.  Entrance  tests  will  show  their  level 
of  general  intelligence  and  will  aid  in  discovering  any 
special  talents  which  they  possess.  Group  B  is  com- 
posed of  those  children  who  learn  nothing  aside  from 
the  routine  of  their  own  work.  They  do  not  take  on 
responsibility  and,  therefore,  cannot  grow  into  better 
positions.  When  studied  in  the  laboratory,  this  class 
falls   into  two   subdivisions:   first,   those  who   can  be 


44         EMPLOYMENT  DEPARTMENT 

helped  by  correcting  some  influence  which  is  causing 
retardation ;  second,  those  who  have  difficulties  for  which 
we  can  offer  no  practical  aid. 

The  first  general  class  mentioned  above,  the  more 
mature  workers,  falls  naturally  into  two  groups. 

Group  A  is  made  up  of  inexperienced  persons.  En- 
trance tests  will  discover  their  natural  aptitudes  and 
will  show  their  possibilities  of  promotion.  It  must  be 
understood,  however,  that  the  possibilities  for  promo- 
tion will  be  modified  in  accordance  with  the  individual's 
disposition,  interest  in  the  work,  and  seriousness  of  pur- 
pose. Group  B,  experienced  persons  who  have  learned 
a  definite  line  of  work,  should  take  entrance  tests  which 
will  show  how  they  compare  with  the  established  stand- 
ards for  the  house.  If  they  are  proficient,  they  can  be 
placed  with  finality,  and  promotion  will  come  in  the 
form  of  bonuses.  If  they  are  not  up  to  the  standard, 
the  reason  may  be  discovered  by  laboratoiy  study  and 
recommendations  may  be  made  accordingly. 

It  has  been  found  that  a  vocational  laboratory,  con- 
ducted by  an  experienced  psychologist,  is  extremely  valu- 
able in  studying  employees.  It  helps  in  finding  out  the 
degree  to  which  they  desire  personal  comfort,  responsi- 
bility and  authority,  and  intelligently  places  them  in  line 
to  secure  gratification. 


Job  Analysis 

One  large  Philadelphia  concern  states  this  problem  as 
follows : 

A  particular  analysis  of  every  department  in  chart  form 
with  its  individual  positions  listed  regarding  duties,  compen- 
sation and  possibilities,  should  be  in  the  hands  of  every  em- 
ployment manager.     It  should  comprise  such  points  as: 


HENDERSCHOTT   and   WEAKLY                   45  ? 

a.  Nature  of  the  work.  ■ 

b.  Specific  importance.  j 

c.  Working  conditions  (involving  physical  or  nervous 
strain).  , 

d.  Range  of  wages.  -I 

e.  Hours.  I 
i.  Permanency.  i 
g.  Age  limits.  ] 
h.  Source  of  supply.  j 
i.  Educational  and  personal  requirements.  \ 
j.  Necessary  experience.  • 
k.    Opportunity  for  promotion. 

i 

A  similar  analysis  made  by  an  Ohio  company  gives  \ 

the  following  information  covering  each  job.  \ 

Job  number  and  designation. 

Brief  description  of  job.  ' 

Time  required  to  learn  job.  i 

Previous  training  or  experience  necessary.  i 

Starting  wage.  ' 

Next  advance.  ■ 

Wage  limit.  ; 

Age.  j 

Height.  I 

Weight.  ^ 

Posture  (sit,  stand,  stoop  or  walk).  < 
Motion. 

Hands  (small,  neat,  large).  j 

Eyesight.  \ 

Schooling  necessary.  i 

Whether  the  job  entails  overtime  or  lay-offs.  j 

Another  simple  analysis  made  by  a  Chicago  house  : 

gives :  ] 

1.  Name  of  activity.  • 

2.  ]Male  or  female.  i 

3.  Starting  wage.  i 


46         EMPLOYMENT  DEPARTMENT 

4.  Starting  wage  if  experienced. 

5.  Hire  from  outside. 

6.  Promotional — if  so  from  what  position  promoted. 

7.  Outline  of  qualifications  to  fill  the  position. 

Logically,  the  extent  to  which  one  may  go  in  connec- 
tion with  such  analyses  depends  solely  upon  the  extent 
of  the  use  to  be  made  of  them.  Records  are  not  worth 
much  unless  they  are  used. 

Such  analyses  simplify  greatly  the  placing  of  requisi- 
tions for  help  wanted.  With  a  complete  analysis  based 
along  the  lines  of  the  illustrations,  about  all  the  super- 
intendent has  to  do  if  he  wants  to  fill  a  vacancy  or  make 
an  addition  to  his  payroll  is  to  state  bis  request  briefly. 
He  might  merely  ask  for  five  billers  for  such  and  such 
a  department  and  that  would  be  sufficient  for  the  employ- 
ment department. 

Job  analyses  have  many  possibilities.  They  aid  the 
employment  department  to  make  wise  and  intelligent 
selections.  They  make  it  possible  to  explain  properly 
the  position  to  the  applicant.  They  open  up  **  blind 
alley'*  jobs  and  aid  materially  not  only  in  the  develop- 
ment of  opportunities  but  also  individuals.  Too  much 
dependence  must  not  be  placed  upon  a  mere  analysis, 
however,  for  nothing  serves  so  well  as  experience  in, 
and  close  personal  knowledge  of,  not  only  the  positions 
but  also  the  business. 

Labob  Tuknover 

The  value  of  records  is  measured  by  the  use  to 
which  they  are  put.  To  what  extent,  therefore,  should 
an  employment  manager  develop  records?  Simplicity 
and  effectiveness  are  the  guides.  The  simpler  the  rec- 
ord, the  more  it  will  be  used  and  the  better  understood. 


HENDERSCHOTT   and   WEAKLY 


47 


NAME 


OATK  (MMjOVI 


ADDRESS 


o»TK  orw 


^LOCK 


VACATIONS 


1916  19tB        1920 

1917  1919         1921 


DATE  RC-Uim^T«D 


INSURANCE 


M 

5 

2 

s 

S 

S 

2 

2 

en 

t- 

s 

z 

kl 

u 

? 

U 

Z 

< 

< 

H- 

f 

K 

K 

K 

X 

Z 

ki 

a: 

H 
>- 

2 

> 

a 

i 

& 

f 

^ 

g 

2 

r 

1- 

t 

M 

« 

M 

K 

M 

■ 

1. 

z 

c 

■* 

a' 

^ 

N 

n 

t 

z 

0 

W 

o 

1 

s 
s 

z 
0 

M 

i 

1 

Fig.  12. — Employee  Index  Card 
Upper  cut,  front;  lower,  back 


48 


EMPLOYMENT  DEPARTMENT 


It  is  necessary  to  have  an  index  record  of  tlie 
employee's  service.  A  salary  record  is  also  needed. 
Output  and  accuracy  records  of  each  employee  are 
very  useful  if  intelligently  compiled  and  kept  up.  A 
daily  report  form  is  advisable  as  a  measure  of  efficiency 


<-" employment'  department  report  .   

OATe_ 
Number  of  People  on  Requisition 

^ 

Men    Women 

Total 

(3)  Carried  Over  ^„,.^_. ,  ,.,.„.  . 

- 

Rf CE 1 VED  TODAY 

Cancelled  today   ...                 ... 

Total      .  .  _.  ,  ^. 

Requisitions  Fillco 

N^w  Pfopi  F  Aodfo  today,          ,   «  .< 



R  V  T(».N<;«rFP  today 

Hired  to  report  later 

O             Total _    _ 



Oldest  Date  on  Unfilled  Requisitions 

Men                 Activity 

Women                Activity 

Totals 

Total  mumbcr  PCOPLB  ADDED 

j 

Total  number  people  taken  off_ 
Q  (Men            ..Women __    _  ) 

Total  number  On  payroll  at  close 



EMPLOYMENT  MANAGER   ..  .., 

V 

Fig.  13. — Daily  Employment  Department  Report 


for  the  employment  department  itself.  Physical  rec- 
ords are  absolutely  essential,  and  so  on.  Figures  12 
to  16  represent  various  forms  used  by  one  Chicago  cor- 
poration in  addition  to  the  application  blank  and 
physical  examination  blanks. 


HENDERSCOHTT   and   WEAKLY 


49 


EMPLOYES*  SALARY  CARD 

<SE£  OTHER  SIDE) 
NAME                                                                                                                                                NO. 

AOORESS                                                                                                                                                             TELEPHONE 

AGE            Married  or  Single          Uving  at  Home  or  Boarping         Insurance 

OaT( 

CMSAaco  on 

AOVAMC«0 

OlVICIOM 

•alaut 

PonTIOM 

Oat«  orr 

PAY    (lOU. 

0«  D.«c. 

WlLt   YOU 
ACCEPT 

AaAiKi 

l»H»n- 

KSAMHs  rom  LCAvtHa 

i 

1 

Fig.  14. — ^Employees'  Salary  Card 


ro««  no  IJ7.           ,ND,y,D,iAL  WEEKLY  RECORD  QF                                                                                                                            1 

0*TE  EMPLOYED 

1 

mttK 

CMDINa 

activity 

OIVISIOH 

MOUW  KOMtD 

OUTPOT 

PER  HOUR 

TOTAl. 
fRROHS 

D«TS 
ASSENT 

DAYS 
LATE 

SAURY 
PER  WEEK 

UXIT 
COST 

Fig.  15. — Non-Bonus  Card 


50 


EMPLOYMENT  DEPARTMENT 


Live  and  dead  files  are  necessary  to  house  such 
records  and  keep  them  up  to  date. 

But  how  far  shall  one  go  in  analyzing  help  turnover? 
What  is  turnover?  Of  its  various  interpretations,  per- 
haps  the  simplest  and  best  understood   is   the   ratio 


rons  III* 
WecUy  Record  of 

Division  No.                             Sub.  Division  No.                                Clock  No. 

&rS 

fe 

WCREASt 

INCRtASE                  INCREASE 

INCREASE 

INCREASE 

-^ 

Abwl 

Date            Amt. 

Die 

AmL 

D>te           Amt. 

Die        1  Amt. 

p!ii 

A«tKii, 

M 

a 

Total 

Towl 

Eie». 

(bUck) 
Lo..(r«|) 

I«.p. 

Error. 
Fou»l 

Hou« 
Error. 

eL 

Toi.l 
Error. 

Bono. 

T0..I 
Bonu. 

iz. 

Fig..  16. — Bonus  Card 

of  the  new  people  hired  to  maintain  an  average  payroll 
at  a  certain  figure  over  a  stated  period  of  time.  If 
it  is  necessary  to  hire  1,000  people  to  keep  an  average 
payroll  of  1,000  for  one  year,  then  in  the  light  of  that 
definition  the  turnover  is  100  per  cent.  In  some  organi- 
zations the  turnover  has  been  known  to  reach  1,000  per 
cent,  while  in  others  it  frequently  is  25  per  cent  and 
sometimes  less.  It  has  been  estimated  that  out  of  the 
approximately  forty  million  wage  earners  in  the  United 
States,  fifty  million  seek  employment  yearly.  This  gives 
a  labor  turnover  for  the  whole  country  of  125  per  cent. 


HENDERSCHOTT  and  WEAKLY 


51 


CLASSIFICATION  OF  CAUSES  FOR  REMOVAL  FROM 
PAYROLL 


A.  Avoidable 
I.    Other  positions. 

1.  Better  salary. 

2.  Former  position. 

3.  Going  into  business. 

4.  More  promising  position. 

5.  Position  nearer  home. 

6.  To  learn  trade. 

7.  To  return  to  trade. 
II.    Dissatisfied. 

1.  Did  not  like  supervision. 

2.  Distance  too  great. 

3.  Refused  temporary  work. 

4.  Refused  to  be  transferred. 

5.  Resented  criticism. 

6.  With  salary. 

7.  Did  not  like  working  conditions. 

8.  Work  too  hard. 
III.    Unsatisfactory. 

1.  Agitator. 

2.  Carelessness. 

3.  Dishonesty. 

4.  Drinking. 

5.  Fighting. 

6.  Financial  difficulties. 

7.  Indifference. 

8.  Insubordination. 

9.  Irregular  attendance. 
10.  References. 

IL  Superintendent's  private  file. 

12.  Suspected  of  pilfering. 

13.  Too  slow. 
IV.     No  reason. 

1.  Worked  less  than  two  weeks  and  failed  to  report. 

2.  Worked  more  than  two  weeks  and  failed  to  report. 


B. 

V. 

Leaving  city. 

VI. 

To  marry. 

VIL 

Account  health. 

mi. 

To  go  to  school. 

IX. 

To  stay  at  home. 

X. 

Death. 

XI. 

Military. 

XII. 

Slack. 

Fig.  17. — Classification  of  Turnover  Causes 


52 


EMPLOYMENT  DEPARTMENT 


1     T     _. .__ . 

'1*           ^  ■       ^   - 

!">        "           _.             _  _      -_     ._.  -—     --      . 

J,- 

g|d —      -           '           ----_-.,- 

ill                                                 _^_ ^__- 

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Iffl  'ill    1  1 
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a  -  _                 ;. 

^      _.          ||^ ^ 

It —    ^    ::_:_:: ____  _..._.._ . 

i«  — ■—  ■            >. 

$t                     1-             _       ^     -    _^        _     

a  — t   - 

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S-    -     i- :. . 

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i  ^-    _       ^  fit     idr6l=^:s:b.i82^l                                                1 

1  ■.        -  -          '  5"°         .5  M  ^  1  2  i  '  *  a  ,S  2  i  1  £ 

i-     :        ":""" :" T" 

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i;:::::::::::::±::::::::::::::::7-"" 

1^:::::::::::|::::::::::::t:-^      ^' 

J5 L....A...... ....i..._. 

HENDERSCHOTT   and   WEAKLY  53 

In  excess  of  50  per  cent  of  the  labor  turnover  in  most 
lines  of  industry  occurs  during  the  first  year  of  employ- 
ment. A  large  part  of  this  turnover  is  unnecessary 
waste. 

Turnover  is  expensive.  Estimates  vary  from  $25.00 
to  $1,000.00  or,  perhaps,  more  per  head,  depending  on 
the  class  of  work  and  the  amount  of  training  and  expe- 
rience necessary.  True,  this  cost  of  hiring  and  dis- 
charging employees  does  not  appear  in  the  overhead 
charges  of  business  institutions  as  an  item  of  expense. 
In  many  places  there  is  no  knowledge  of  the  cost,  yet 
the  estimated  economic  loss  due  to  labor  turnover  in 
the  United  States  is  placed  in  round  numbers  at  one 
billion  and  a  half  dollars  annually. 

ANALYZING     TURNOVER 

Hence,  to  reduce  turnover  is  one  of  the  biggest  ques- 
tions confronting  the  employment  manager  today.  It 
is  a  problem  of  keeping  people  after  they  have  once 
been  hired.  The  best  way  to  handle  the  situation  is 
first  to  discover  why  people  leave  and  then  to  strike  right 
at  the  causes  and  remove  them.  Of  course,  some  causes 
for  ** leavers^*  cannot  be  helped,  as  death,  marriage, 
etc.;  hence,  there  are  at  once  two  large  and  general 
classifications — (1)  avoidable,  (2)  unavoidable.  For 
greater  refinement  further  sub -classifications  may  be 
made  into  these  causes — (1)  voluntary,  (2)  involuntary^ 
Next  come  the  detailed,  reasons. 

One  large  Chicago  company  has  endeavored  to  attack 
this  question  of  ^*What  is  wrong  with  the  plant!*'  by 
setting  up  a  few  records  as  illustrated  in  Figures  17 
to  20.  It  should  be  stated  at  the  outset  that  these 
were  purely  experimental  and  that  experience  will  find 
revisions  necessary.     They  are  presented,  however,  as 


54 


EMPLOYMENT  DEPARTMENT 


1                             1 

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n                                «  «   '    ^  3  ti  z  6  s  »   a   I  s.  i  :    ^u  A         %    i   i  :    i   6   x  t  6  i  i   I    £   s.   I    .    i  Eji 

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HENDERSCHOTT   and   WEAKLY  55 

an  initial  step  that  was  taken  to  study  the  problem. 
Men  and  women  are  kept  separate  on  the  sheets  in 
Figure  20.  The  forms  are  kept  for  each  day  and  at 
the  end  of  the  month  are  compiled — total  male,  total 
female,  and  grand  total. 

Every  employment  manager  will  find  that  he  will  have 
to  devise  records  that  fit  his  own  local  plant  and 
organization. 

Once  the  facts  are  known,  how  can  they  be  reduced  T 
This  necessitates  a  careful  study  of  the  business  organi- 
zation itself.  It  demands,  naturally,  intelligent  selec- 
tion; careful  introductory  instruction  so  that  the 
employee  may  be  started  right;  intelligent  supervision, 
which  will  aid  in  giving  him  confidence,  encouragement 
and  a  satisfied  spirit.  Promotion  from  the  ranks,  cen- 
tralization of  the  power  of  discharge,  fair  wages,  hours, 
working  conditions,  the  stabilizing  of  production,  etc, — 
all  these  things  if  carefully  studied  and  followed  out 
represent  the  way  to  make  use  of  the  statistics,  facts, 
and  figures  made  available  by  the  turnover  records. 
The  employment  manager  should  not  first  discover 
faults  from  some  employee  who  is  leaving.  He  must 
anticipate  them,  by  studying  the  business  itself.  The 
point  to  be  kept  uppermost  at  all  times  is  the  question 
of  results. 

Educational  and  "Welfare  Wobk 

Whenever  possible,  promotions  to  the  better  jobs  and 
positions  of  responsibility  should  be  made  from  within 
the  organization.  To  aid  iu  the  furthering  of  this  plan 
many  companies  have  introduced  various  educational 
and  welfare  features  for  the  express  purpose  of  devel- 
oping the  individual  and  retaimng  him  for  the  organi- 
zation by  keeping  him  interested. 


56 


EMPLOYMENT  DEPARTMENT 


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Fig.  20. — Turnover  and  Transfer  Analysis  Sheets 


•  HENDERSCHOTT   and   WEAKLY  57 

Such  plans  usually  take  the  form  of  initial  or  intro- 
ductory talks  to  new  employees,  day  classes,  evening 
schools,  special  training  schemes,  libraries,  restaurants, 
medical  and  dental  departments,  house  organs,  clubs, 
dances,  orchestras,  bands,  savings  and  loan  associations, 
pension  systems,  social  welfare  work,  safety  plans,  sick- 
ness and  life  insurance  plans,  profit  sharing  and  stock 
distribution  plans,  mutual  benefit  societies,  gymnasiums, 
playgrounds,  athletics.  Red  Cross  and  military  activi- 
ties, rest  periods,  etc.,  etc.  It  would  require  quite  a 
large  volume  to  go  into  each  one  of  these  points  sepa- 
rately and  give  details  regarding  how  the  various 
plans  are  managed.  It  is  better  to  confine  this  resume 
principally  to  generalities.  Perhaps  even  the  mere  men- 
tion of  them  is  sufficient  aimost  to  startle  one  into 
amazement  at  what  really  splendid  efforts  are  being 
made  by  industries  today  to  better  the  mental  and  social 
condition  of  the  worker.  Only  indirectly  at  the  most 
is  the  purpose  of  such  work  for  that  selfish  thing  called 
** profits."  Naturally,  a  business  must  have  profits, 
because  upon  them  depends  entirely  the  extent  to  which 
educational  and  welfare  plans  may  be  developed. 

It  is  considered  good  business  practice  today  not 
only  to  instruct  new  employees  properly  in  what  it 
is  desired  they  do,  but  also  to  inform  them  about  the 
policies  and  the  nature  of  the  business  in  which  they 
are  employed.  One  Chicago  concern  has  all  newly 
employed  men  and  women  report  to  the  educational 
department  for  instruction  before  sending  them  to  their 
prospective  work.  Women  are  advised  by  the  welfare 
head,  in  addition  to  the  nature  of  the  business,  etc., 
regarding  attire,  conduct,  personal  hygiene,  and  busi- 
ness ethics.  Men  are  instructed  in  the  nature  of  the 
business,  the  firm  ideals  of  service  to  its  customers 
and  employees'  responsibility  to  the  house  and  to  each 


58        EMPLOYMENT  DEPAKTMENT 

other.  At  the  same  time,  the  educational  and  welfare 
advantages  are  brought  to  their  attention. 

After  such  preliminary  talks,  employees  may  be  sent 
direct  to  schools  for  special  instruction  or  direct  to 
their  departments.  Eetail  stores  have  classes  in  sales- 
manship to  which  new  employees  are  first  sent.  A  large 
manufacturing  plant  in  Chicago  has  a  school  for  tool 
makers,  which  takes  about  four  years  to  complete.  A 
mail  order  house  has  a  merchandise  school  and  an  office 
work  school.  Two  large  packing  industries  have  put 
in  a  continuation  school  for  office  boys  where  they 
attend  school  a  few  hours  a  week  as  part  of  their 
regular  work.  Thus  employers  are  gradually  growing 
to  appreciate  the  value  of  the  right  sort  of  education 
for  their  employees  not  only  before  they  are  hired,  but 
afterward.  Today  such  training  plans  are  very 
common. 

Night  schools  located  right  in  the  plants  themselves 
are  contributing  no  little  bit  in  aiding  promotion  for 
deserving  students.  Such  are  usually  free.  They  are 
usually  instituted  for  one  purpose,  namely,  to  advance 
the  employee  within  the  organization.  If,  as  pupils 
become  proficient,  their  names  and  qualifications  are 
brought  to  the  attention  of  the  employment  department, 
little  difficulty  will  be  experienced  in  placing  them. 

Another  valuable  means  of  instruction  is  found  in 
the  better  correspondence  schools,  both  public  and  pri- 
vate. In  these  lies  the  larger  hope  of  the  employee 
well  grounded  in  the  fundamentals  of  education  but 
lacking  in  technical  or  vocational  instruction. 

It  is  possible  thru  the  correspondence  school  method 
to  receive  this  special  training  and  at  the  same  time 
continue  to  earn.  Many  a  man  loyal,  faithful  and 
willing  has  found  himself  blocked  and  has  passed  thru 
the  disagreeable  sensation  of  seeing  his  fellow-workers 


HENDERSCSOTT   and  WEAKLY  59 

promoted  above  him  simply  because  he  does  not  possess 
the  knowledge  necessary  for  the  larger  and  more 
remunerative  position.  To  this  class  the  correspondence 
method  of  gaining  the  needed  additional  education  or 
training  comes  as  a  godsend.  It  enables  him  to  con- 
tinue his  daily  work,  to  provide  the  usual  support  for 
those  dependent  upon  him,  and  at  the  same  time  to 
prepare  himself  for  more  important  responsibilities. 
Occasionally  the  supply  of  executive  material  does 
not  meet  the  demand.  As  a  consequence,  many  special 
training  plans  have  been  worked  out.  They  are  based 
principally  upon  having  the  employee  of  executive 
ability  placed  under  an  intensive  plan  of  cultivation 
in  which  the  individual  goes  thru  the  plant  upon 
a  fixed  schedule,  spending  from  a  few  days  to  weeks 
or  perhaps  months  on  various  activities.  Such  plans 
usually  require  from  three  months  to  four  years, 
depending  upon  the  business.  College  and  university 
graduates  are  usually  the  ones  sought  for  such  training. 

And  thus  one  could  go  on  enumerating  plan  after 
plan  that  is  being  used  successfully  today  along  employ- 
ment and  promotional  lines  for  the  stabilizing  of  the 
industrial  forces.  The  problem  in  front  of  the  employ- 
ment manager  is  to  develop  those  which  his  business 
can  afford  and  will  accept.  It  is  a  big  undertaking, 
worthy  of  the  efforts  of  the  best  man  in  the  institution, 
for  the  employment  manager  should  be  just  such  a 
man.  He  should  be  chosen  for  his  experience,  educa- 
tion, training  and,  above  all,  for  his  character.  He 
must  have  poise,  balance,  refinement,  dignity,  but  at 
the  same  time  he  must  be  democratia  He  must  be  a 
diplomat  of  the  highest  order  possessing  an  abundance 
of  tact.  He  must  be  human,  but  not  sentimental.  He 
should  be  inspired  by  a  great  ideal  of  service. 


SELF-TEST  QUESTIONS 

These  questions  are  for  the  reader  to  use  in  testing 
his  linowledge  of  the  treatise.  The  answers  are  not 
to  be  sent  in  to  the  university. 

1.  Explain  the  evolution  of  employment  work  from  the 
owner  or  manager  to  the  highly  organized  employment  depart- 
ment of  today. 

2.  What  are  the  main  functions  of  an  employment  depart- 
ment? 

3.  What  are  the  duties  of  an  employment  manager  ? 

4.  How  is  the  employment  department  related  to  other 
departments? 

5.  Outline  the  employment  steps. 

6.  What  are  the  chief  methods  of  selecting  employees? 

7.  How  do  tempermental  factors  enter  the  employment 
equation  ? 

8.  What  are  the  characteristics  of  a  good  employment 
blank?    What  information  does  it  call  for? 

9.  Indicate  the  chief  sources  of  labor  supply. 

10.  Explain  the  table  of  activities  described  in  this  treatise 
as  a  basis  of  progressive  promotion.  How  are  intelligence  re- 
quirements handled? 

11.  Describe  the  various  kinds  of  employee  records  that  may 
serve  as  the  basis  of  promotion. 

12.  What  factors  should  be  considered  in  an  annual  survey 
of  employees? 

13.  What  practical  problems  are  involved  in  the  principle 
of  transfer? 

14.  How  does  job  analysis  relate  to  employment  work? 

15.  Outline  the  points  which  should  be  considered  in  job 
analysis. 

16.  Explain  how  turnover  causes  may  be  recorded  and  ana- 
lyzed in  a  helpful  way. 

60 


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